Description
This is how We Are At Tooltech.
Sadananda Sahu | MR & CISO | Tooltech Global Engineering Pvt. Ltd L: 401, Beta 1, Gigaspace | Viman Nagar | Pune - 411014, India P: +91-20-30511235 | M: +91-9823575284 | Skype: sadananda.sahu | E: [email protected] | W: www.tooltech.net
1) Planning the Project 2) Developing a Mission, Vision, Goals, and Objectives 3) Using the WBS to Plan a Project 4) Scheduling Project Work 5) Producing a Workable Schedule 6) Project Control and Evaluation 7) Project Control using Earned Value Analysis 8) Managing the Project Team 9) IF Not Achieved as Per Plan
Planning the Project
÷ If you have no plan, you have no control. ÷ The people who must execute a plan should participate in preparing it. ÷ Have the plan signed off in a meeting, not by sending it through the interoffice mail. ÷ Keep all project documentation in a project notebook. ÷ Use exit criteria to determine when a milestone has actually been achieved.
÷ Require that changes to the project plan be approved before making
them. ÷ Risk management should be part of all project planning. ÷ A paradigm is a belief about what the world is like. ÷ Planning is answering the “who, what, when, and how” questions. ÷ Logistics refers to supplying people with materials and supplies they
need to do their jobs.
Developing a Mission, Vision, Goals, and Objectives
÷ The way a problem is defined determines how you will solve it. ÷ A problem is a gap between where you are and where you want to be, with obstacles making it hard to reach the goal. A goal by itself is not a problem. Obstacles must exist for there to be a problem. ÷ Vision is what the final result will “look like.” It defines “done.” ÷ The mission is to achieve the vision. It answers the two questions “What are we going to do?” and “For whom are we going to do it?” ÷ Objectives should be SMART. ÷ You can identify risks by asking, “What could go wrong?”
Using the WBS to Plan a Project
÷ Do not try to work out sequencing of activities when you develop a WBS. You will do that when you develop a schedule. ÷ A WBS ties the entire project together. It portrays scope graphically,
allows resources to be assigned, permits estimates of time and costs to be
developed, and thus provides the basis for the schedule and the budget. ÷ An estimate is a guess, and an exact estimate is an oxymoron! ÷ Be careful that ballpark estimates don’t become targets. ÷ Consensual estimating is a good way to deal with activities for which no history exists. ÷ No learning takes place without feedback. Estimate; then track your actual time if you want to improve your estimating ability.
Scheduling Project Work
÷ Project management is not just scheduling.
÷ Arrow diagrams allow an easier assessment of the impact of
a slip on a project than is possible with Gantt charts. ÷ Schedule at a level of detail that can be managed. ÷ No task should be scheduled with a duration much greater than four to six weeks. Subdivide longer tasks to achieve this objective. Software and engineering tasks should be divided even further, to durations not exceeding one to three weeks.
Producing a Workable Schedule
÷ You should ignore resource limitations when you begin developing a schedule. If two tasks can logically be done in parallel, draw them that way. ÷ The critical path is the one that is longest and has no float. Note that you can have a project with a longest path that is not critical because it has float. ÷ Nobody is available to do productive work more than 80 percent of a workday.
Project Control and Evaluation
÷ The meaning of control that is important to project managers is the
one implying the use of information; comparing progress to plan so that
action can be taken to correct for deviations from plan. ÷ The only way a project is really in control is if all team members are in control of their own work. ÷ The effort used to control a project should be worthwhile. You don’t want to spend $100 to purchase a $3 battery, for example. ÷ If you take no action in response to a deviation, you have a monitoring system, not a control system. ÷ Project working times must be recorded daily. If people wait a week to capture what they have done, they rely on memory and end up writing down estimates of what they did. Such data are no good for future estimating. ÷ Project evaluation is done to determine whether a project should continue or be canceled. Process reviews also should help the team learn in
order to improve performance.
Project Control Using Earned Value Analysis
÷ Control is exercised by analyzing variances from the plan. ÷ Well-defined projects can achieve tighter control over variations than poorly defined ones. ÷ There is a tendency to sacrifice quality when deadlines are difficult to meet. ÷ It is not enough to recognize a variance. Its cause must be determined so that corrective action can be taken. ÷ Acceptable variances can be determined only through experience. Every system has a capability. Your team may have the ability to maintain better tolerances on their work than another team.
Managing the Project Team
÷ Teams don’t just happen—they must be built! ÷ Having the entire team participate in planning is one way to start the team-building process. ÷ Deal with goals, roles and responsibilities, procedures, and relationships, in that order. ÷ So-called personality conflicts are often caused by team members’ poor interpersonal skills. For teams to function well, all members should receive training in this area. ÷ The style of leadership appropriate for a team depends on its stage of development. In the forming stage, it is directive. In storming, it is influencing. At the norming stage, switch to a participative style. Finally,
when the team reaches the performing stage, you can be delegative.
Not Achieved as per Plan then conduct PDCA
TT CAPA Sheet
The Last Note……..
Improvement Process
Finally,,……
Thank YOU Very Much.
doc_587364009.pps
This is how We Are At Tooltech.
Sadananda Sahu | MR & CISO | Tooltech Global Engineering Pvt. Ltd L: 401, Beta 1, Gigaspace | Viman Nagar | Pune - 411014, India P: +91-20-30511235 | M: +91-9823575284 | Skype: sadananda.sahu | E: [email protected] | W: www.tooltech.net
1) Planning the Project 2) Developing a Mission, Vision, Goals, and Objectives 3) Using the WBS to Plan a Project 4) Scheduling Project Work 5) Producing a Workable Schedule 6) Project Control and Evaluation 7) Project Control using Earned Value Analysis 8) Managing the Project Team 9) IF Not Achieved as Per Plan
Planning the Project
÷ If you have no plan, you have no control. ÷ The people who must execute a plan should participate in preparing it. ÷ Have the plan signed off in a meeting, not by sending it through the interoffice mail. ÷ Keep all project documentation in a project notebook. ÷ Use exit criteria to determine when a milestone has actually been achieved.
÷ Require that changes to the project plan be approved before making
them. ÷ Risk management should be part of all project planning. ÷ A paradigm is a belief about what the world is like. ÷ Planning is answering the “who, what, when, and how” questions. ÷ Logistics refers to supplying people with materials and supplies they
need to do their jobs.
Developing a Mission, Vision, Goals, and Objectives
÷ The way a problem is defined determines how you will solve it. ÷ A problem is a gap between where you are and where you want to be, with obstacles making it hard to reach the goal. A goal by itself is not a problem. Obstacles must exist for there to be a problem. ÷ Vision is what the final result will “look like.” It defines “done.” ÷ The mission is to achieve the vision. It answers the two questions “What are we going to do?” and “For whom are we going to do it?” ÷ Objectives should be SMART. ÷ You can identify risks by asking, “What could go wrong?”
Using the WBS to Plan a Project
÷ Do not try to work out sequencing of activities when you develop a WBS. You will do that when you develop a schedule. ÷ A WBS ties the entire project together. It portrays scope graphically,
allows resources to be assigned, permits estimates of time and costs to be
developed, and thus provides the basis for the schedule and the budget. ÷ An estimate is a guess, and an exact estimate is an oxymoron! ÷ Be careful that ballpark estimates don’t become targets. ÷ Consensual estimating is a good way to deal with activities for which no history exists. ÷ No learning takes place without feedback. Estimate; then track your actual time if you want to improve your estimating ability.
Scheduling Project Work
÷ Project management is not just scheduling.
÷ Arrow diagrams allow an easier assessment of the impact of
a slip on a project than is possible with Gantt charts. ÷ Schedule at a level of detail that can be managed. ÷ No task should be scheduled with a duration much greater than four to six weeks. Subdivide longer tasks to achieve this objective. Software and engineering tasks should be divided even further, to durations not exceeding one to three weeks.
Producing a Workable Schedule
÷ You should ignore resource limitations when you begin developing a schedule. If two tasks can logically be done in parallel, draw them that way. ÷ The critical path is the one that is longest and has no float. Note that you can have a project with a longest path that is not critical because it has float. ÷ Nobody is available to do productive work more than 80 percent of a workday.
Project Control and Evaluation
÷ The meaning of control that is important to project managers is the
one implying the use of information; comparing progress to plan so that
action can be taken to correct for deviations from plan. ÷ The only way a project is really in control is if all team members are in control of their own work. ÷ The effort used to control a project should be worthwhile. You don’t want to spend $100 to purchase a $3 battery, for example. ÷ If you take no action in response to a deviation, you have a monitoring system, not a control system. ÷ Project working times must be recorded daily. If people wait a week to capture what they have done, they rely on memory and end up writing down estimates of what they did. Such data are no good for future estimating. ÷ Project evaluation is done to determine whether a project should continue or be canceled. Process reviews also should help the team learn in
order to improve performance.
Project Control Using Earned Value Analysis
÷ Control is exercised by analyzing variances from the plan. ÷ Well-defined projects can achieve tighter control over variations than poorly defined ones. ÷ There is a tendency to sacrifice quality when deadlines are difficult to meet. ÷ It is not enough to recognize a variance. Its cause must be determined so that corrective action can be taken. ÷ Acceptable variances can be determined only through experience. Every system has a capability. Your team may have the ability to maintain better tolerances on their work than another team.
Managing the Project Team
÷ Teams don’t just happen—they must be built! ÷ Having the entire team participate in planning is one way to start the team-building process. ÷ Deal with goals, roles and responsibilities, procedures, and relationships, in that order. ÷ So-called personality conflicts are often caused by team members’ poor interpersonal skills. For teams to function well, all members should receive training in this area. ÷ The style of leadership appropriate for a team depends on its stage of development. In the forming stage, it is directive. In storming, it is influencing. At the norming stage, switch to a participative style. Finally,
when the team reaches the performing stage, you can be delegative.
Not Achieved as per Plan then conduct PDCA
TT CAPA Sheet
The Last Note……..
Improvement Process
Finally,,……
Thank YOU Very Much.
doc_587364009.pps